Our operations are based on an open, collaborative and high-performing work community. Our personnel are strongly committed to the company’s vision and mission. The meaning of the work – responsibility for the functioning of the electricity system – has always been an integral part of our daily work. In addition, we work to achieve the clean power system of the future. The meaningfulness of the work inspires and creates a sense of belonging, as does the opportunity to carry out autonomous expert work.

Fingrid is a specialist organisation whose operations are strongly based on knowledge and expertise and people’s ability to apply that knowledge in their daily work. The work requires solid factual expertise, but also the ability to interact and share information with other specialists.

CEO of one’s own work

Our experts are the CEOs of their own work, by which we mean taking responsibility for their work and developing it and for developing their personal expertise. The CEOs of their own work function autonomously and actively to achieve our shared goal.

Each Fingrid employee has extensive decision-making powers and we work independently in our own specialist roles, benefiting from the expertise and insight of our colleagues and networks. Work is naturally guided by a shared strategy and good governance practices.

For years now, we have been developing our management model to be as engaging as possible. In 2019, we asked our personnel what being the CEO of one’s own work means to each of them. The responses highlighted taking responsibility for practically everything related to one’s own work. Being the CEO of one’s own work involves power and freedom, but also helping others and working as a team.

Diverse knowhow and a strong substance

As technology and the entire operational environment evolve, working life changes continuously. Jobs are being replaced by robotics, but at the same time, new professions and tasks are emerging and competence requirements are changing. Social and interaction skills, as well as the capacity for renewal and critical thinking, will be increasingly highlighted in future. Independent decision-making by experts, and responsibility for work efficiency and personal development will increase.

Fingrid responds to changes by offering its employees opportunities to develop and grow their competence. The approach of securing expertise as a strategic choice improves the quality of personnel planning and helps the company to better prepare for future needs. Fingrid takes a broad view of learning and development: we offer opportunities precisely for on-the-job learning with the help of demanding tasks, diverse projects and job rotation.

At Fingrid Academy we offer all specialists training and coaching programmes related to supporting the company’s strategy. For several years now, we have focussed especially on, for example, developing the communication, interaction and engagement skills of specialists. By doing this, we want to meet the changing requirements of working life and the energy industry and coach our experts to be influencers who are capable of communicating understandably, transparently and quickly through different channels.

In 2019, Fingrid Academy offered coaching for supervisors, project management coaching, the Loikka training programme for increasing specialists’ communication and engagement skills, training in O365 tools, language and multicultural coaching and unit-specific coaching mainly related to change, work community and emotional skills. We invest more than a million euros annually to develop both the work community and each employee’s personal development. In addition to shared training provided by the company, personnel can take the initiative by proposing specific training to boost their know-how. In 2019, each Fingrid employee received an average of 5 (5) days of training.

Gathering together the entire personnel

Gathering together the entire personnel

We value the possibility to gather together all our employees in one place every year. During the training day held in spring 2019, we discussed the company’s culture, among other things. Apart from business talk, it is also important to boost team spirit.

Photo: Employees doing urban orienteering in the Töölönlahti area, involving several physical and mental challenges

Bold supervisory work

Our operations are characterised by an open and flat hierarchy. Supervisors hold a key role is managing the work community culture and communication. This is why the company focusses on training and guidance for supervisors. The daily management and leadership skills of supervisors play a key role in ensuring our work community’s job satisfaction and ability to cope at work.

During the year under review, supervisors were offered a coaching programme called Johtamisen polku (‘Management path’), which put the emphasis on bold supervisory work and performance management. The purpose of the supervisor training was to develop supervisors’ readiness to function as the employer’s representative, improve expertise and performance management skills, provide the tools and confidence to manage challenging leadership situations and improve supervisors’ presentation, negotiation and facilitation skills.

Our personnel is always ready to develop our operations. Our investment rate and major changes in our operating environment have caused a lot of rush and scheduling pressure in recent years. The strong prioritisation of tasks has been used to control rush; supervisors hold a key role in this challenge. In 2020, supervisors’ rule for their team members is “effective implementation: prioritise and facilitate”. In other words, the idea is to focus on completing the basic task and to try and make daily work run smoother and do the most important jobs first. Supervisors are responsible for ensuring that nobody becomes overstressed.

Well-being through flexibility

Fingrid’s value proposition to its customers is: Fingrid delivers. The same value proposition applies to employees. The company wants to take care of its personnel. Our goal is to support employees’ overall well-being, maintain a good work atmosphere and management, to be flexible according to individual needs and to support recreational activities.

Fingrid’s employees have access to a wide range of comprehensive occupational healthcare and well-being services that aim to support their work capacity and well-being, regardless of the location. Our goal-oriented well-being activities bring results, and our people understand the value of self-care. The number of absences due to illness has been remarkably low for many years now, and the high age of retirement and the lowest possible disability pension contribution category bear further testimony to the well-being of our employees.

We monitor the work atmosphere and success of leadership through annual personnel surveys. We carried out a Great Place to Work employee survey during the year under review and the response rate was 93.4 per cent. Based on the GPTW survey results, employees consider Fingrid to be a good place to work overall. Our overall result, i.e. the TrustIndex, was slightly better this year (88) than in the previous year (87). Compared to other Finnish companies, the result is excellent.

Fingrid is a good workplace due to its management approach, skilled people and good colleagues, trust, good tools, the meaningfulness of work, a clear vision, listening to employees, flexible working hours and a friendly work atmosphere. Improvement areas included a more even distribution of workloads and resourcing, improving information flow concerning changes and between different units and increasing flexibility. In terms of background variables, the overall results for men and women were exactly the same, but there were, however, clear differences between men and women in the case of individual questions. Also, the results between different units showed significant changes.

The safety of all personnel working on the grid and related systems is a number one priority for us. We continuously develop safer ways of working, practices and safety instructions in co-operation with our service providers. As in previous years, the number of occupational accidents involving Fingrid’s in-house personnel remained low. A total of 4 (6) accidents took place, 3 of which occurred during business trips and one at the workplace. Only one accident led to an absence. Absences due to accidents or illnesses accounted for 1 (1) per cent of working time during the year.

Image: Great Place to Work trust index

Recognition and awards

Recognition and awards

In February 2019, Fingrid was awarded as one of Finland’s most inspiring workplaces for the third year in a row. Fingrid placed third in the Responsible Summer Job campaign in the medium-sized company category. We were successful especially due to the experience of fairness and impartiality. We came in 7th in the medium-sized companies category of the Great Place to Work Finland 2020 survey.


Fingrid is committed to promoting diversity in everything it does. The company guarantees equal opportunities, rights and treatment to all employees and makes use of its personnel’s diverse expertise. In accordance with our employer promise, we have a collaborative atmosphere where the organisational culture and management practices are respectful, fair and tolerant to all.

Fingrid treats its employees and all co-operation partners in a non-discriminatory way regardless of their age, gender, nationality, ethnic origin, language, beliefs, religion, health, sexual orientation, political background, socioeconomic status or marital status.

Our personnel is diverse in terms of its age structure: we have both recent graduates and long-standing industry veterans. Our age range is from 20 to 75. In terms of education, our personnel mostly hold tertiary education degrees, but the degrees vary all the way from vocational degrees to researchers. Women make up a regrettably small proportion of personnel, which is typical of our industry, however. We hope to attract more women to the technical sector, which is why we have been involved in the Women-in-Tech campaign for several years. Of the executive management group, 3/9 are women and of the Board of Directors 3/5 are women.


Showing appreciation for good work is equally about daily recognition and the company’s remuneration practices. Through compensation and remuneration, we encourage our personnel to work productively and develop operations. Our goal is to be a competitive wage payer in the energy industry, although not a wage leader. We monitor the competitiveness of our monetary remuneration through various studies. The average salary of our company specialists was EUR 5,100 per month in 2019.

Our company’s monetary remuneration system consists of a monthly salary, annual merit pay and incentive bonuses for daily management, the purpose of which is to encourage employees to be enterprising and continuously perform well. The company annually sets aside 2 per cent of the payroll for incentive bonuses.

The merit pay, which is at most equal to one month’s pay, is based on shared strategic indicators, which are system security (as few disturbances in the main grid as possible), the operating of the electricity markets (as few transmission restrictions disrupting the markets as possible), the company’s result and customers’ trust in the company. In 2019, the shared indicators determined 80 per cent of the merit pay result, in addition to which each person had a personal performance indicator with a 20 per cent weight.

At Fingrid, tax-free and taxable company benefits, excellent opportunities for training, goal-oriented career planning and work rotation are part of non-monetary remuneration. Non-monetary remuneration also covers statutory and non-statutory holidays, comprehensive health and well-being services, family services and flexible working hour and work arrangements.

Introduction of personnel fund

Introduction of personnel fund

Fingrid introduced a new alternative for paying quality bonuses. The personnel decided to establish a voluntary personnel fund. The operations of the fund are based on the Personnel Fund Act. The fund receives and invests the bonuses paid by the company in the long term. The objective of the fund is to contribute to the company’s long-term commitment to its employees and to the employees’ commitment to the company.

New tasks

Fingrid’s personnel increased, as in several previous years, due to the company’s new responsibilities and growth in the volume of the operations. The energy transition requires new expertise. Especially growth in wind power requires additional resources for analysing electricity transmission needs and also for operating the power system, and the construction of additional substations.

In 2019, altogether 7 professionals were hired both in grid operation business processes and in IT tasks. The average turnover of personnel was 5.13 per cent in the year under review. At the end of the year, Fingrid Oyj employed 364 industry experts and Fingrid Datahub Oy employed 16.

In a bid to find new talent, we are making long-term efforts to develop our employer image. Our activities during the year included several recruitment fairs and student events, the production of videos to present our professions and the clarification of our employer branding communications. Young students are an important target group for us, which is why we offer a relatively high number of summer jobs and trainee opportunities across Finland, considering our size – in 2019 to around 40 young people. For a few years now, we have actively participated in, for instance, the Responsible Summer Job campaign to give a good example of a responsible employer for young people.

Fingrid’s culture in a nutshell*:

  • team spirit, community spirit, sense of community
  • openness, the right to speak, honesty
  • trust & respect
  • responsibility
  • Fingrid’s values
  • down to earth, relaxed, human

* Source: Personnel responses at the 2019 training day